Huawei R & D management consultancy IPD IPD implementation consulting case study

 

 

 

Case 1

The introduction of IPD Consulting causes and circumstances consulting projects

1, improve product quality and development efficiency

The future development of the product is the key, and Nader products than on the technology and quality is still lagging behind foreign and domestic rivals ahead of the competition, the need to introduce an effective quality management system in the product development process, in terms of quality of products to meet market position .

segmented development model and cross-sectoral collaboration disjointed, leading R & D efficiency is not high, R & D team morale is not high, need to change the development mode, improve efficiency to meet the rapid development of the company’s strategic objectives.

2, to deepen understanding of the market, ahead of product planning

R & D and marketing out of touch, can not effectively support the research and development of products to market demand, the need to establish mechanisms for product planning and demand management products, product research and development to ensure that the right thing to do.

3, to create future-oriented research and development organization

organization design fully consider: product development efficiency and resource sharing; product management, technology management and fully functional.

Adjust the organizational structure of the departure from the status quo, give full consideration to the future, with some expansion capability.

The reason for the introduction of IPD consulting and advisory project case

4, establish a sound system of R & D process and R & D project management mechanism

R & D process to systematically consider construction, combined with industry characteristics, to ensure that the process can be ground, able to effectively support the company’s business objectives.

establish a sound project management system, strengthen the monitoring of project implementation.

5, establish a sound R & D Performance Management

Establish and improve R & D performance management, performance appraisal by a single change to include planning, counseling, assessment and comprehensive application performance management.

The establishment of R & D KPI, based on the BSC KPI indicators can both internal and external, long-term and short-term balance.

The core issue

1, the lack of market-oriented, holistic product and technology planning, passive response to customer demand; product development is not close to the market, lack of market information, customer needs and competitive intelligence support, a considerable part of the research and development of products to the market eventually did;

2, by product type of R & D organization has seriously hampered the sharing of professional capacity building, technology and resources; transverse cross-functional teams are not formed, silos serious;

3 Notwithstanding the product development process, but non-existent, is not effective to implement; development processes focus only on the technical realization of the product rather than the product of business success, does not reflect the cross-cutting parallel development process;

4, lack of basic project management, in fact served by the department manager of the project manager’s role, and focus only on the progress of the project, the company’s most important product quality can not guarantee the performance of the project in order node “checkpoints” serious.

The project results

IPD system began to run from April 2014 to November 2014 results are as follows:

1, product quality has improved significantly, development progress has been effectively controlled, the degree of cross-sectoral collaboration greatly enhanced

IPD实施前的需求、设计等技术文档走一下审批过程,基本上没有发现问题,而实施IPD后平均每个交付件发现6.5个技术问题;IPD实施前产品交付到实验站要经过反复3-4次才能通过,而IPD实施后即使那些没有完整按IPD流程开发的产品基本上依然能够1次通过实验站认证测试。

IPD before the implementation of R & D Project Schedule average deviation of 41%, while the basic IPD project implementation schedule as planned.

IPD the implementation of pre-production, marketing and other related departments in the product development process is almost zero participation, and participation in cross-departmental implementation of the IPD is 3.8. (Of 5)

The project results

2, end to end product line management and effective operation of management

The product line from the formation, running to run, began to effectively take on market research, demand management responsibilities, planning and product lifecycle management.

IPMT effective operation, product decisions shift from past personal feel of collective decision-making is based on facts and decisions of top management to control the overall ability of the product greatly enhanced.

3 upgrade, R & D team morale and enhance the ability of the management team

R & D team morale has improved significantly, IPD six months to carry out R & D staff turnover rate of 0, unprecedented.

From the introduction of IPD consulting projects, senior management understand the concept of the whole team in transition, the ability to upgrade.

Seven typical problems of the product development process

1, the development process is no customer demand, weak demand early activity

The success of product development premise is correct customer needs. The current actual situation of demand before product development is not clear, not clear, but the demand side of the pre-product development process activities very full, external customer needs research, analysis, and lack of verification activities, the demand (DFX aspects of internal customer needs ) rarely consider, design requirements analysis and development process and the lack of effective methods, preparation of design requirements and design specifications decomposition is not sufficient, together with researchers think demand is what the market sector of the front, he was just responsible for the development achieved, for not clearly, is not sufficient demand to develop their own understanding alone, resulting in the entire product development process is not a customer-oriented, “behind closed doors” phenomenon prominent.

Seven typical problems of the product development process

2, hierarchical structure of the development process is not clear, not refined, lack of templates and forms

The scientific development process requires not only a clear hierarchy, clear structure, the interface is clear, and should even be given specific detailed guidance on the performer. In the northeast, a technology research company, about new consultant found that the company lists more than thirty procedures and systems related to aspects of the product development process, the interface level and the relationship between them basically did not specify its contents often overlaps, and more omissions. Many researchers feel that their own company’s product development process cumbersome, which is certainly related to the traditional sense of R & D personnel, the development process is a major cause structural level is not clear, like a mess, in fact, a lot of content is not enough refining, including design and development , project management, product testing, design changes, and so on, and the lack of templates and forms.

Seven typical problems of the product development process

3, there is no operational processes in stages

Press the landmark development is the basic approach to product development effective control, work in teams, first locally and then the whole is a key factor in the success of product development, and operational phases of the development process is precisely these two principles will be adhered protection. Unfortunately, the new consulting division structure found in the product development process in the vast majority of Chinese companies are not operational phase flow, generally have a general overview of the process, then the process is operating various professional fields, such as the hardware development process, testing process trial production processes. Such a process architecture leads to developers in all areas or all of the dry, lack holistic thinking, poor communication and coordination, easy out of line, but it is difficult to monitor the milestone.

Seven typical problems of the product development process

4, activities in the field of non-serious shortage of technical expertise, and the lack of parallel consideration

​​Most enterprise development process is actually a technical implementation process, activity reflects basically technical expertise (such as hardware, software, configuration, testing, etc.) areas, even though some non-technical professional (marketing, sales, production, purchasing, service, quality assurance, financial activities) has defined the field, but also to coordinate technology, new materials such as certification activities, trial activities. In actual operation, DFX (manufacturability, serviceability, marketability, etc.) needs little consideration in the pre-development, development of professional technical department personnel involved in Africa rarely, lead to market products to the market is weak promotion , lack of sales, purchasing, production preparation, installation and service work flow, cost control is not enough, seriously affecting the commercial success of new products.

Seven typical product development process

5, concept development and system design activities lacking

R & D personnel as rough design of what the rush to develop as enterprises in the design and development process, and often focus on specific development activities, technical solutions and the development of early selection, conceptual design, concept evaluation and selection, design synthesis, architecture design, preliminary design and other activities defined very extensive, even missing. Under the guidance of this process, in the design of the situation is far from sufficient to achieve start the development work, resulting in minor changes constantly behind, and the lack of new product design and innovation, but also exacerbated the habit researchers lightweight design.

产品开发流程的七大典型问题

6, inadequate assessment, review business decisions loss, poor technical review effectiveness

new product development process, without effective assessment activities, identify problems and risk control to ensure that product development on the right track. To make business decisions on key nodes review to assess whether the new product has value to continue to invest and make decisions to continue or stop, close the project should not continue to avoid the waste of resources, in order to control investment risk, but new consulting division found develop business processes substantially no formal decision-making assessment activities. Technical reviews is that many companies are quite important part, but in the technical evaluation point setting, aspects of evaluation experts qualifications and selection, assessment procedures, accreditation rules, review roles and responsibilities, evaluation checklists, review guidelines and so are the lack of adequate and specific provisions , affecting the effectiveness of the technical review of the technical review become a mere formality.

Seven typical product development process

7, the lack of development process construction and maintenance of organizational security, lack of process monitoring and optimization mechanisms

In most companies, product development, process design and maintenance generally do not have a special department in charge, even if there are departments, staffing is very inadequate, status and process management skills of personnel are not high, research director at the process design process and experts are rarely involved, not to mention the various fields of expertise process should in fact be responsible for leading the establishment of the department heads, designed out of the development process is certainly not high quality. In the process of the implementation of the development process, not to be responsible for the establishment of PQA process guidance and audit, the status of implementation processes not included in the assessment of the project team and sectors. To continue to optimize the product development process, the lack of evaluation methods, analytical methods, action programs, high-level support and organizational guarantee.

Case 2

1. 传播IPD体系的核心思想、方法和最佳实践:

IPD – Integrated Product Development Integrated Product Development is an advanced and mature management ideas, models and methods of research and development.

IPD is a systematic approach to product development that achieves a timely collaboration of necessary disciplines throughout the product life cycle to better satisfy customer needs .– Software Engineering Institute

IPD ideas from the United States PRTM’s issue of “product life cycle optimization and Law” (referred to as PACE – Product And Cycle-time Excellence) a book, the book describes in detail the new product development model, the first put into practice at IBM.

The core outstanding R & D management systems is that “Integration” ( “integration”): the effective management of common sense applied to product management, innovation management and R & D management.

Learn IPD system of each module’s main processes, organizational and performance management